… in the course of the change process

Successful change managers must not be satisfied with the focus on the tip of the iceberg only and need to take a look under the water as well!

Mostly it’s the not obvious sub surfacing factors that enable or prevent long-term success.

The team of Iceberg Management helps you to quickly and competently look deeper and locate, assess and evaluate those less visible factors.

Facts and figures are an essential fundament of successful change, but usually only represent the tip of the iceberg.

But only their correct interpretation in the context of often underestimated soft facts, which cannot always be quantified, may be a basis for a sustainable success model.


Successful managers very often answer the question what they would do better in change processes with “achieve results faster”.

Time is a key factor for the success of changes processes. If it takes longer the probability of success decreases.

The available time for managing crisis situations is always very limited.

Successful change management under time pressure assumes knowing which hard and soft facts matter, which priorities to be set and how to tackle in order to achieve success rapidly.

Corporate culture

Corporate cultures usually have been growing over many years and represent the uniqueness and individuality of each company.

Sustainability in changes situations only has a chance if this individuality is respected, informal structures are recognized and measures of change are carried out with and not against the organization.

Only then a new process has the chance to be lived.

Business modelLoss of competitiveness of a business model is often slinking and cannot be recognized immediately, since no immediate symptoms or problems are visible for a long time.

Especially the rapidly advancing digitalization, increasing market transparency caused by the Internet and new technologies have disruptive effects on conventional business models.

Typical indicators are loss of market share and increasing competition , diminishing turnover and contribution margins, omission of customer benefits and dwindling customer loyalty…

If the business model is obsolete the company lives from the past and loses its market position and potential for success.


Leadership is the ability to define a strategy for the company, to align employees with it and inspire them to implement it. It’s difficult to learn leadership … either you have it, or you don’t …

Leadership is a key success factor in change processes. If it is not possible to motivate and inspire employees for a new direction change processes cannot be successful stustainably. Missing internal leadership must be brought in externally.

Management & skills

Successful implementation of change requires strong management skills and experience.

Management is the ability to achieve goals and therefore use skilled resources efficiently. Due to the usually high time pressure management skills are significantly relevant for change processes. This is the way to manage success…

Role of the owner

A clear position of the owner with respect to the relationship between owner and company gives the company and all stakeholders clarity and orientation – especially in case of major changes in the company.

This is true to a great extent for family businesses. They are provably more successful if the handling of the owner with the company is defined and ruled.

Such rules typically include the company vision of the owner, clear succession plans, rules for employment of family members in the company, withdrawal of profit and dealing with external managers if shareholders and/or family members are employed in the company as well.